Abstract

This paper investigates the common issues that may arise in cross‑functional new product development (NPD) teams from a Knowledge Management perspective. The study has been built around a contextualized trigger, where several factors were preventing a new‑born NPD team from performing effectively. The purpose of this paper is to give insights of the main dynamics involved in the knowledge sharing process throughout the application of a systematic problem‑solving approach to the case investigated by the authors. Due to the impossibility of building a universal recipe suitable for every team in every situation, this work represents a compromise trying to exemplify how to prioritise interventions in a given context, in order to provide a benchmark for similar circumstances. This paper, using an action research method within a single case context, takes shape around the advises and suggestions made by authors to Electronic Connected Ltd (disguised name), a small‑medium enterprise (SME) in a situation of NPD paralysis. In particular, the paper emphasizes the importance of effective leadership and supporting environment in facilitating communication, enhancing cohesiveness, fostering joint commitment and giving direction in order to enable knowledge sharing and to leverage capabilities to conclusively deliver new products.